How AI is redesigning the rules for building your engineering teams

Adapt the interview structure to be more targeted, scenario-based

The disruption to established talent structures goes all the way back to the first step – the interview. With candidates able to leverage AI assistance to present polished outputs, organisations have had to dig deeper during hiring, developing interviews that are increasingly scenario-based, rooted in real-world problems that reflect the environments engineers operate in daily. Paradoxically, to address this challenge, organisations are reemphasising the importance of conducting face-to-face interviews alongside projects or demonstrations. This real-time format forces candidates to demonstrate independent thinking and practical skills.

For example, interviews can feature role-based emphases:

• Research-oriented roles focus on algorithmic innovation
• Execution-oriented roles emphasise tool proficiency and code robustness
• Design and planning roles highlight architecture and tech stack selection

Interpretability – not just of AI models but of entire systems – is also critically important. Candidates must demonstrate how they reason through complexity and ensure transparency in their solutions, especially when AI-generated code is part of the process.

Establish guardrails against AI overreliance

Additionally, the democratisation of coding support raises significant risks. Candidates may over rely on AI tools during interviews or trial assignments, which makes it hard to assess their foundational understanding and whether or not they fully understand how the code is implemented in the system. Live coding exercises and in-depth code walkthroughs where candidates explain their logic and decisions can reveal whether their thinking is sound or merely augmented – and whether they understand how to manage outputs so as not to increase technical debt.

Overreliance on AI tools can also cause a decline in fundamental skills, abstracting away important technical details, which might limit a developer’s ability to debug, optimise, or holistically design systems. Training and onboarding processes must now emphasise these fundamentals, ensuring engineers build a resilient skill base – even as they integrate new tools into their workflow.

Tailor for career stage

The AI era is also creating distinct paths both for early-career and established engineers. For new college grads, automation is raising the bar for them by making some entry-level coding tasks obsolete. New hires must now demonstrate tool fluency, data acumen, and rapid learning capabilities, as organisations are not just assessing what candidates can do unaided but how effectively they can evaluate and enhance AI-assisted outputs.

For more experienced professionals, the value lies in abstraction and orchestration. With routine code handled by machines, engineers must focus more on strategic design, integration across systems, and mentoring others. Those who can blend domain expertise with AI-enabled productivity are poised for faster advancement and broader impact.

Usher in a new era of onboarding and development

Organisations must also revamp onboarding, simulating real development scenarios where AI tools are part of the workflow rather than relying on theoretical training. This enables them to evaluate tool usage, independence, and learning agility in practice, assessing how quickly someone can get up to speed with evolving tools and how effectively they collaborate with both peers and machines.

However, hiring is just the beginning, as performance evaluation is continuous. During the trial period, the organisation must monitor how engineers deliver in real conditions – not just whether they complete a task, but how independently and effectively they do so in an AI-enabled environment. They must enhance output quality and spot weaknesses in AI-generated suggestions. These are the new markers of long-term success.

Shift mindset to human-plus-machine

Ultimately, the AI talent evolution is not just about tooling. It’s indicative of a broader mindset shift. Strategic organisations are recognising the importance of having the right talent in place. This means not only hiring and developing engineers to operate in a “human-plus-machine” model. That means knowing when to trust the tool, when to override it, and when to explore new paths entirely.

However, orchestrating human-plus-machine teams and workflows has also driven many organisations to look beyond their own walls to accelerate the shift. With advisory services that help define ROI-driven use cases and managed services that ensure AI agents remain accurate, secure and effective in production the right partners can make all the difference.

The best engineers of tomorrow won’t just write brilliant code. They’ll be strategic thinkers, ethical technologists, and adaptive learners who see AI not as a shortcut, but as a partner to their long-term success. Organisations need more than new tools. They need a full lifecycle approach to adoption, which is where the right partner services can help enterprises identify the right use cases, customise agents for engineering workflows, and manage them responsibly at scale. In this way, businesses can ensure their engineering teams not only adapt to these changes but also thrive in this human-plus-machine model, turning AI into meaningful business impact.

Arthur Hu is CIO of Lenovo